Job Analysis Recruitment Selection and Induction Human Resource

Job Analysis, Recruitment, Selection and Induction Human Resource Management 1

Recruitment & Selection – Learning By the end of this unit you should be able to: 1. Describe the steps in the recruitment & selection process 2. Differentiate between recruitment and selection 3. Write a job description 4. Describe the elements of and compile a person specification 5. Describe and evaluate three internal and six external recruitment methods 6. Prepare for and conduct a basic selection interview 7. Compare and contrast alternative selection techniques. Human Resource Management 2

General Comments • One of the most important HR function • Recruitment versus selection? Are the two different? • Not just about finding the right person for the job but the person that fits the company • Good recruitment should make selection easier • This is the ‘Marketing’ end of HR • Need to comply with the legislation • Who do you involve in the process? • Important to evaluate the process regularly Human Resource Management 3

Recruitment & Selection Process Human Resource Management 4

Job Analysis • Identifying the human behaviour necessary for job performance (Schneider & Schmitt 1986) • Process of collecting & analysing information about the tasks, responsibilities and the content of jobs. (Marchington & Wilkinson 2000) • There a number of different methods Human Resource Management 5

Task: Uses of Job Analysis What else (other than recruitment and selection) might job analysis be used for in the organisation? • • • . . Human Resource Management 6

9 Methods of Job Analysis 1. 2. 3. 4. 5. 6. 7. 8. Observation Diaries Interviews Questionnaires Checklist Expert analysis Work participation Critical incident The following slides summarise the strengths and weaknesses of the four most popular methods Human Resource Management 7

1. Observation • • Most straightforward Used anyway Cost effective Ease of clarification • Preferably not in isolation • Cognitive work • Observation may affect behaviour • Different observers see different things • Tasks may vary from day to day, month to month etc. Human Resource Management 8

2. Work Diaries Can be very detailed and methodical Person closest to the job Cost effective Good for cognitive tasks High degree of commitmment from job holder Heavily on reliant on job holder interpretation Subjective and sometimes too close to the job Human Resource Management 9

3. Interviews • Unstructured to structured • Individual to group • Cocounselling & critical incident • Cost effective • Convenient • Subjective • May not cover everything • Open to bias • Interviewer skills Human Resource Management 10

4. Questionnaires • Most sophisticated & complex even computer packages • E. G. PAQ, WPS • Aim to be anti discriminatory • Objective – minimal HR dept involvement • Costly • Need to justify the ROI • Time consuming Human Resource Management 11

Job Descriptions • “A broad statement of the purpose, scope, duties and responsibilities that are attached to the job, and as such form the basis of the contract of employment” (Gunnigle et al 2002: 91) • Will vary slightly across companies • Becoming outmoded because…. • Still important because Human Resource Management 12

TASK: Elements of a Job Description List the items that you think should be included in a job description? • • . . . Human Resource Management 13

TASK: Elements of a Job Description List the items that you think should be included in a job description? • • . . . Human Resource Management 14

Person Specification • Outlines the skills and experience necessary to carry out the tasks and responsibilities of a job • “A description of the ideal person that will fit the job. . ”(Gunnigle et al 2002: 91) Human Resource Management 15

TASK: Person Specification List the items that you think should be included in a person specification? • . . Human Resource Management 16

Person Specification • Describes the ideal person for the job & provides a detailed description of the criteria necessary to do the job effectively • Number of important functions: – Describes the ideal person – Helps in deciding where to concentrate search & advertising – Can facilitate short-listing (should differentiate between essential & desirable characteristics, etc) – Can help determine the selection criteria

Person Specification • Should include human characteristics & attributes • Two different approaches normally used – 7 Point plan (Rodger 1952) – Five Point plan (Fraser 1966) • Essential attributes • Desirable attributes • May not be appropriate now because…. Human Resource Management 18

A good Person Specification The following are the qualities of a good person specification: • It closely matches the job description • It is specific and detailed • It is weighted • It is measurable Human Resource Management 19

Rodger’s 7 Point Plan • • Physical make-up Attainments General intelligence Special aptitiudes Interests Disposition Circumstances Fraser’s 5 Point Plan • • • Impact on others Acquired knowledge and qualifications Innate abilities Motivation Adjustment Human Resource Management 20

TASK: Write your Job Description Human Resource Management 21

TASK: Write your Person Specification Human Resource Management 22

Terms & Conditions • Refer specifically to the effort-reward relationship • Play an important role in attracting suitable candidates • Must adhere to employment law statutes

Terms & Conditions • • Hours of work Shift Payment method and frequency Holiday entitlement Bonus Allowances Benefits (sick, pension, VHI…. . ) Other…dress standards etc. Human Resource Management 24

TASK: Employment Legislation • Name any pieces of employment legislation which you think affect recruitment and selection? • Can you list the nine grounds of discrimination covered by the equality legislation? • What specific aspects of the recruitment and selection process do we need to be careful about as a result of the legislation? Human Resource Management 25

Employment Legislation • E E Act, • The 9 grounds for discrimination are: • Specific aspects affected related to • Some particular points about ADVERTISING • Positive action is permitted for over 50’s, sex, disabled and travelling community if the ratio of the numbers in your employment do not reflect the ratio of these categories in your surrounding community Human Resource Management 26

Questions on articles Flying in the face of the Law 1. What mistakes did the airline make Recruitment & the Law 1. How long should records regarding recruitment & selection be kept? 2. What points should one bear in mind when drafting advertisements for a vacancy 3. As an employer what can you do to make sure that discrimination does not occur at an interview? 4. What are the exceptions to the employment legislation? Human Resource Management 27

Recruitment 3 Functions 1. Attract a pool of suitable candidates 2. Deter unsuitable candidates from applying 3. Create a positive image of the company 2 main approaches Internal and External Human Resource Management 28

Areas for consideration • Do we recruit Internally or Externally or both? • Which recruitment method or methods should we use? • What should the application process be? (CV, application form, etc. )

TASK: Methods of Recruitment List different methods that organisations can use to recruit a person to fill a vacancy? • . . Human Resource Management 30

Methods of Recruitment 1. . 2. . Human Resource Management 31

4 Rules for Cost Effective Recruitment Advertising (Lewis 1985) 1. Use the most appropriate media 2. Look for an adequate number of replies 3. Minimise number of wasted replies 4. Promote the organisation Human Resource Management 32

E Recruitment • • • e-recruiting general job sites specialised job sites chat rooms newsgroups & company websites List as many e recruitment sources as you can think of? Human Resource Management 33

Application Forms • Part of the selection process • Give information relevant to the job/person specification • Need to be mindful of the Equality legislation when designing an application form Human Resource Management 34

Task: Read CIPD Factsheet - Recruitment 1. Identify the advantages and disadvantages of using application forms Human Resource Management 35

Screening & Short-listing • Only works effectively where there is a well-detailed, measurable job description • Those who score high on the short-listing matrix progress to the next round • Poor scorers are eliminated from the process • Helps to remove biases of the short-lister • Use the person specification to help you shorlist • Avoid comparing one application against another

The Selection Phase Human Resource Management 37

TASK: Choosing Selection Methods List as many different selection methods that organisations might use to select the best candidate for the job. • • • . . . Human Resource Management 38

The Selection Phase • Suitability is largely determined by the nature of the job & the responsibilities that are attached to it & how well the candidate’s KSAs match the job requirements • Validity refers to the extent to which the selection method used measures that it is suppose to measure • Reliability refers to whether the same selection decision reached would be reached if other individuals made it

The Selection Phase • 4 procedural justice dimensions may form the basis for fairness reactions: – Perceived job relatedness – Opportunity to demonstrate one’s ability – Interpersonal treatment – The propriety of the questions

How to assess the value of a selection method 1. Practicability 2. Sensitivity 3. Reliability – will we get the same result everytime 4. Validity – does it measure what it is supposed to measure Human Resource Management 41

Article: Selection Interviewing Factsheet 1. Give 3 reasons why the interview is a poor selection method 2. What can an employer to do compensate for the flaws associated with interviewing? 3. List the advantages and disadvantages of : – A one to one interview – A panel interview 4. You have been asked to interview candidates for the position of Leisure Attendant. Compose 3 suitable questions to ask at this interview? At least one question must be a behavioural question. Human Resource Management 42

The Interview • Most widely used selection method • Most criticised • Types of interviews – One to one – Group/Tandem – Panel • Functions of the interview – Mutual preview – Assessment – Negotiation Human Resource Management 43

The Selection Interview – Can be an accurate means of selection – Structured interviews are more valid than unstructured ones – More accurate if based on detailed job analysis techniques – Appropriate & fairly reliable method for assessing job-relevant social skills – Interviewer accuracy varies & recruitment decisions should always be validated

TASK: Errors/Biases in Selection List some of the errors that you think that an interviewer might make in an interview setting. • • • . . . Human Resource Management 45

Errors/Biases in Selection Human Resource Management 46

TASK: Types of Interview Questions Explain each of the following types of questions that can be used in an interviewing session. In your opinion which are the best type of questions to use and why? In your opinion which type(s) should be avoided and why? • • Closed Open Leading Hypothetical Behavioural Probing Summarising Human Resource Management 47

Minimising problems with the Interview • Structured interviewing – Behavioural (past behaviour) – Situational (hypothetical) • Trained interviewers • Preagreed scoring system • Questions should relate only to job and person spec • Use a diverse interview panel • Agree questions in advance and ask same questions to all candidates • Keep interview notes Human Resource Management 48

TASK: Interviewing As the interviewer list what you would want to cover in an interview? What areas of the person past would you want to gather data on? Based on the above what would be the best structure for an interview? Compose 3 open questions that you could ask a candidate in an interview? Compose 3 behavioural questions that you could ask a candidate in an interview? Human Resource Management 49

Review Questions 1. Describe four factors one should take into account when deciding which selection methods to use in an organisation? 2. Describe three errors that can occur in selection interviewing. Give a practical example of each 3. What are the best type of questions to use as an interviewer. Give a practical example of each. Human Resource Management 50

Review Questions 1. Identify the main stages in the recruitment and selection process 2. Explain the difference between recruitment and selection 3. What is job analysis? List 3 methods. 4. Explain the difference between a job description and a person specification 5. List the nine grounds for discrimination covered by the equality legislation 6. Identify 3 recruitment methods 7. What factors need to be considered when choosing a recruitment method 8. Identify 3 selection methods 9. Explain the following; stereotyping, horns/halo effect, expectancy effect 10. Describe four factors one should take into account when Human Resource Management 51 deciding which selection methods to use in an organisation?

Selection Testing Types of Psychometric Tests • Should be chosen carefully & appropriately • Should be applied systematically in a standard manner • Results be capable of comparison with norms for the particular group in question • Cognitive ability test (used to measure an applicant’s capability to perform a job) • Personality tests (measures personality dimensions such as extroversion, conscientiousness, ability to get on with others, etc. ) • Performance or work sample tests (assess skills & abilities of the applicant) Human Resource Management 52

Task: Psychological Testing Factsheet 1. 2. 3. 4. 5. Who are generation Y? What are their characteristics? What is a psychometric test? What is an assessment centre? What factors should you consider in deciding if a particular psychological test is appropriate for your organisation? 6. What legal issues should one be aware of with regard to the use of psychological tests? Human Resource Management 53

Attitudes to work and the workplace • Generations ‘Y’ or the ‘nexters’ v. Technology friendly v. Non discriminatory v. Want work-life balance v. Ethical conscience v. Global mindset v. Anti bureaucracy v. Easy going about the future

Evaluation of the Recruitment and Selection Process. How do we know we have got it right? HRM, A Contemporary Approach, Veardwell & Holden 1. Effectiveness 2. Efficiency 3. Fairness • Retention rates, promtions, • Average cost per recruit, average time lapsed between stages, % offers made, offer acceptance rate • Dealing with all applicants fairly Human Resource Management 55

Placement, Induction & Follow Up • • • Offer letter Regret letters Probationary Period Induction Feedback Goal setting Human Resource Management 56

Recruitment in Ireland based on Cranet E. /UL 1999/200 survey • Application forms, interview panel & reference checks are the most commonly used selection methods • 2/3 of Irish company respondents indicated problems filling vacancies, especially at management & professional level (2004 data) • Newspaper advertising is the most popular recruitment strategy Human Resource Management 57

Recruitment in Ireland based on Cranet E. /UL 1999/200 survey • 1 in 5 new employees leave the company within the first 6 months • Prime response among Irish companies in response to retention difficulties has been to improve communication/involvement & learning & development opportunities Human Resource Management 58

CIPD 2007 Recruitment Survey • Corporate websites (70%) and local newspaper advertisements (75%) are equally used by employers • Average recruitment cost of filling a vacancy per employee is £ 4, 333 • > 70% of organisations use recruitment agencies but mostly private sector • 70% of organisations said they have an employer brand

CIPD 2008 Recruitment Survey • Only 50% of respondents have a resourcing strategy • Key reasons for recruitment difficulties are lack of necessary specialist skills (70%), higher pay expectations (44%), insufficient experience (42%) • Top Solution: appoint people with potential to grow

CIPD 2008 Recruitment Survey • Helpful recruitment initiatives: training internal candidates to fill posts, providing realistic job previews, employer branding • Just 32% make use of talent banks • Most common recruitment methods: Recruitment agencies (78%); Company’s own website (75%); local newspaper ads (74%) • Selection method interview based on CV (72%); competency based interview (65%)

Extra Reading – all in Moodle! • Chapter 5 in core text book (ignore bit about HR planning) • CIPD Factsheets: – Recruitment – Selection – Selecting Candidates – Equality Law – Disability – Testing • Class handouts Human Resource Management 62

Sample Exam Questions 1. 2. 3. 4. Distinguish between the terms job analysis, job description and person specification as used in recruitment and selection. Write a job description and person specification for a position that you are familiar with. (i) Describe a piece of employment legislation which is relevant to recruitment & selection. (ii) Discuss the implications of this legislation for recruitment and selection procedures within organisations. (i) Discuss the strengths and weaknesses of the interview as a selection tool. (ii) Discuss THREE ways you can minimize the weaknesses of the interview as a selection tool. Human Resource Management 63

Sample Exam Questions 6. 7. Distinguish between the terms recruitment and selection as used in an HR context. (i) Describe what should be included in a job description. (ii) Describe what should be included in a person specification 8. (i) Describe the factors that should be considered when choosing which selection method(s) to use in an organisation (ii) Discuss the strengths and weaknesses of THREE methods of selection. 9. Describe the FOUR main steps in the recruitment & selection process. 10. (i) Discuss the strengths and weaknesses of ONE internal and TWO external recruitment methods. (ii) Describe how you might go about shorlisting candidates after the recruitment phase has been completed. Human Resource Management 64